CASE STUDY #1
Domains: Process Maturation Assessment
Problem Statement: Company wanted to understand where their gaps were in how business processes were managed across a department division that had 4 business sub-teams.
Discovery:
A Process Maturation assessment was conducted to determine where the department was according to a business process maturation model. The assessment included a review of existing documentation, an anonymous survey and individual interviews sampled from keyholders throughout the business process lifecycle. A maturation heat map was reported out on as well as a high level roadmap of recommendations.
Intervention highlights:
- The review of documentation revealed one team was well documented (who had a business process SME on their team) but not all processes were identified and no change management or risk assessment of the processes had been implemented. The other teams had ad hoc documentation, no central repository, no change management process, and risk assessment of existing processes were not consistent or methodical.
- The assessment leveled the department at Level 1 (which is not a bad thing on the road to a comprehensive systematic approach to business process) and top priority recommendations were to get all processes identified, documented, associated procedures documented and everything stored in a central repository in a consistent manner before maturing to Level 2. Order of processes to be documented were prioritized by most important impact first. Second recommendation was to have at least one person who was a business process SME who can manage activities from a department level view and work with the individual teams to meet the identification and documentation goals.
Value returned to Company:
Customer Value:
- Documentation can be used by the marketing and sales department to truly understand what the capabilities of the organization are. This knowledge helps them to truly determine what they can promise the customer and what can be fulfilled. With the process knowledge, the marketing department will be able to make promises that the organization can deliver.
- The customer experience will be more consistent and reliable.
Business Value:
- Enhanced consistency of how work is done
- Improved clarity, reducing operational ambiguity of tasks and accountability
- Repository of knowledge and redundancy coverage when procedures, tasks and who is responsible is consistantly documented and accessible.
- Training as employees learn as they document and new employees have a learning tool when they are first onboarded
- Set the stage for process improvement as process documents can highlight bottlenecks and areas that could be made more efficient
- Increased visibility of scope of work for managers and leadership
- Increased repository of evidence of regulatory and/or policy compliance
CASE STUDY #2
Domains: Risk, Process Efficiency Insights
Problem Statement: While the company was striving towards a goal of zero accessibility defects in the mobile app, accessibility defects were actually doubling.
Discovery:
The process for accessibility defect testing was assessed and mapped out. It was determined there was a gap in the process that had not accounted for accessibility defects introduced by the manufacturers, both announced (major releases) and unannounced (minor releases).
Intervention highlights:
- The establishment of a dedicated regression testing team that had accessibility subject matter expertise focused on manufacturer-introduced accessibility defects.
- Lifecycle processes and procedures developed around testing scope, testing process, cadence, approvals, agile defect resolution, and required reporting and communications.
Value returned to Company:
Customer Value: Mobile app functional customer experience improved as a result of fewer accessibility defects for those customers requiring accessibility features.
Business Value: Overall mobile app accessibility defects present in production for at least a month was slashed by 50% and average presence in production for manufacturer-introduced accessibility defects was reduced from 60 days to 1 week before being resolved. Company has a more complete awareness of sources of accessibility defects. Improved mobile app experience for customers with disabilities. Risk of Title III regulatory and legal action has been reduced. Reputational risk for mobile app and for Company has been reduced. Estimated value return to Company: $1.73 million per year.
CASE STUDY #3
Domains: Process Maturation Assessment
Problem Statement: Company wanted to understand where their gaps were in how business processes were managed across a department division that had 4 business sub-teams.
Discovery:
A Process Maturation assessment was conducted to determine where the department was according to a business process maturation model. The assessment included a review of existing documentation, an anonymous survey and individual interviews sampled from keyholders throughout the business process lifecycle. A maturation heat map was reported out on as well as a high level roadmap of recommendations.
Intervention highlights:
- The review of documentation revealed one team was well documented (who had a business process SME on their team) but not all processes were identified and no change management or risk assessment of the processes had been implemented. The other teams had ad hoc documentation, no central repository, no change management process, and risk assessment of existing processes were not consistent or methodical.
- The assessment leveled the department at Level 1 (which is not a bad thing on the road to a comprehensive systematic approach to business process) and top priority recommendations were to get all processes identified, documented, associated procedures documented and everything stored in a central repository in a consistent manner before maturing to Level 2. Order of processes to be documented were prioritized by most important impact first. Second recommendation was to have at least one person who was a business process SME who can manage activities from a department level view and work with the individual teams to meet the identification and documentation goals.
Value returned to Company:
Customer Value:
- Documentation can be used by the marketing and sales department to truly understand what the capabilities of the organization are. This knowledge helps them to truly determine what they can promise the customer and what can be fulfilled. With the process knowledge, the marketing department will be able to make promises that the organization can deliver.
- The customer experience will be more consistent and reliable.
Business Value:
- Enhanced consistency of how work is done
- Improved clarity, reducing operational ambiguity of tasks and accountability
- Repository of knowledge and redundancy coverage when procedures, tasks and who is responsible is consistantly documented and accessible.
- Training as employees learn as they document and new employees have a learning tool when they are first onboarded
- Set the stage for process improvement as process documents can highlight bottlenecks and areas that could be made more efficient
- Increased visibility of scope of work for managers and leadership
- Increased repository of evidence of regulatory and/or policy compliance
CASE STUDY #4
Domains: Digital Payments Innovation Intelligence
Problem Statement: The organization needed a clear picture of where the trends in digital payments innovations were headed and who were the emerging players.
Discovery:
A process was conducted of collecting, enriching, and applying industry knowledge and expertise to analyze and distill large publically available data to map the global innovation landscape.
Intervention highlights:
- A large amount of data was distilled into key insights that highlighted the specific trends and/or insights impactful to this organization.
- It was determined that two major credit card companies had a significant increase in activity for digital payment innovations and that their own industry segment lagged behind technology segment companies and credit card segment companies. Small fintech payment applications are the emerging players. Focus of innovation activity shifted from e-commerce to cryptography and machine learning.
Value returned to Company:
Business Value: Organization has now committed to reviewing their innovation pipeline for machine learning and double their intellectual property protection portfolio within a year and start two pilot projects.
Customer Value: Customer experience will be improved by the application of machine learning to both the front-end customer journey (predicting customer behavior in real-time and rapidly creating personalized suggestions or recommendations for every individual customer) and the back-end (machine learning and AI applied to fraud detection strategies).